SECTION 23 MEMBER ROLE DESCRIPTIONS, PERSON …powys.moderngov.co.uk/documents/s47798...SECTION 23...

SECTION 23 – MEMBER ROLE DESCRIPTIONS, PERSON SPECIFICATION AND DEVELOPMENT FRAMEWORK

Section 23 – Version 8 – Effective from 23 January 2020

Section Member Role Description / Person Specification Pages

Competencies Pages

A Elected Member (to include the role as corporate parent)

Elected Member – 5 - 6

New Member – 7 - 10

All Members - Community Leader – 11 -13

All Members – Ward [Electoral Division] Representative –14 -15

All Members - General Responsibilities – 16 - 22

Party or Group Representative – 23

B Shire Member Elected Member - 5 - 6

New Member – 7 -10

All Members - Community Leader – 11 - 13

All Members – Ward [Electoral Division] Representative – 14 - 15

All Members - General Responsibilities – 16 - 22

C Scrutiny Committee Member Member Scrutiny Committee – 25 - 27

Scrutiny Member – 28 - 30

D Regulatory Committee Member Member of Regulatory Committee – 31 - 32

Member of a Regulatory Committee – 33 - 37

E Audit Committee Member Member of Audit Committee – 39 - 40

Member of Audit Committee – 41

F Standards Committee Member Member of Standards Committee – 43 - 44

Member of Standards Committee - 45

G Standards Community Sub-Committee Member

Member of Standards Community Sub-Committee – 47 – 48

Member of Standards Committee - 45

H Democratic Services Committee Member Member of Democratic Services Committee – 49 - 50

None developed by the Welsh Local Government Association [WLGA]

I Cabinet Member Cabinet Member – 51 - 53 Cabinet Member – 54 - 59



Section Member Role Description / Person Specification Pages

Competencies Pages

J Chair / Vice-Chair / Assistant Vice-Chair of the Council

Chair, Vice-Chair and Assistant Vice-Chair of Council – 61 - 62

Chair, Vice-Chair or Assistant Vice-Chair of Council – 63 - 68

K Cabinet Leader and Deputy Cabinet Leader

Cabinet Leader and Deputy Cabinet Leader – 69 - 72

Cabinet Leader and Deputy Leader – 73 – 74

Cabinet Leader in addition to Cabinet Member – 75 - 79

L Leader and Deputy Leader of the Opposition

Leader and Deputy Leader of the Opposition – 81 - 82

None developed by the Welsh Local Government Association [WLGA]

M Chair / Vice-Chair of a Scrutiny Committee

Chair and Vice-Chair of Scrutiny Committee – 83 - 85

Committee Chair or Vice-Chair – 86 - 87

N Chair / Vice-Chair of a Regulatory Committee

Chair and Vice-Chair of Regulatory Committee – 89 - 90

Committee Chair or Vice- Chair – 86 - 87

O Chair/Vice Chair of Audit Committee Chair and Vice-Chair of Audit Committee – 91 - 92


P Chair/Vice-Chair of Standards Committee Chair and Vice-Chair of Standards Committee – 93 - 94


Q Chair/Vice Chair of Standards Community Sub-Committee

Chair and Vice-Chair of Standards Community Sub-Committee – 95 - 96


R Chair/Vice Chair of Democratic Services Committee

Chair and Vice Chair of Democratic Services Committee – 97


S Chair / Vice-Chair of a Shire Chair and Vice-Chair of Shire Committee - 99 - 100

Chair or Vice-Chair of Shire – 101 - 105



Section Other Roles Role Description / Person Specification Competencies

T Member Champion Member Champion – 107 -109

None developed by WLGA.

U Independent Member of the Standards Committee

Member of Regulatory Committee – 31 - 32

Member of a Regulatory Committee – 33 - 37

V Co-opted Member of the Council Member Scrutiny Committee – 25 - 27

Scrutiny Member – 28 - 30



Roles Competencies

Elected Member

Shire Member

Member Scrutiny Committee

Member Regulatory Committee

Member Audit Committee

Member Standards Committee

Member Standards Community Sub-Committee

Member Democratic Services Committee

Cabinet Member

Chair/Vice-Chair/Assistant Vice-Chair of Council

Cabinet Leader and Deputy Leader

Leader and Deputy Leader of the Opposition

Chair and Vice-Chair of Scrutiny Committee

Chair and Vice-Chair of Regulatory Committee

Chair and Vice-Chair Audit Committee

Chair and Vice-Chair Standards Committee

Chair and Vice-Chair Standards Community Sub-Committee

Chair and Vice-Chair Democratic Services Committee

Chair and Vice-Chair of Shire

Member Champion

Independent Member of the Standards Committee

Co-opted Member of the Council

New Members

All Members - Community Leader

All Members - Electoral Division Representative

All Members - General Responsibilities

Party or Group Representative

Scrutiny Member

Member of a Regulatory Committee

Member of Audit Committee

Member of Standards Committee

Cabinet Member

Chair, Vice-Chair or Assistant Vice-Chair of Council

Committee Chair or Vice-Chair

Cabinet Leader and Deputy Cabinet Leader

Chair or Vice-Chair of Shire



Section A Elected Member Role Description

1 Accountabilities

To the electorate of their ward

To the political group

To Full Council 2 Role Purpose and Activity

Representing and supporting communities

To represent ward interests

To be a channel of communication to the community on Council strategies, policies, services and procedures in the ward and communities they serve

To represent individual constituents and local organisations, undertaking casework on their behalf and serving all fairly and equally

To liaise with Cabinet members, other Council members, Council officers and partner organisations to ensure that the needs of the local communities are identified, understood and supported

To promote tolerance and cohesion in local communities

Making decisions and overseeing Council performance

To participate in Full Council meetings, reaching and making informed and balanced decisions, and overseeing performance

To participate in informed and balanced decision making on committees and panels to which they might be appointed

To adhere to the principles of democracy and collective responsibility in decision making

To promote and ensure efficiency, effectiveness and equity in the provision of council and other public services

Representing the Council (subject to appointment)

To represent the Council on local outside bodies as an appointee of the Council

To represent the Council on local partnership bodies, promoting common interest and co-operation for mutual gain

To represent and be an advocate for the Council on national bodies and at national events

Internal governance, ethical standards and relationships

To promote and support good governance of the Council and its affairs

To provide community leadership and promote active citizenship

To promote and support open and transparent government

To support, and adhere to respectful, appropriate and effective relationships with employees of the Council

To adhere to the Member’s Code of Conduct, the Member/Officer Protocol and the highest standards of behaviour in public office

Personal and role development

To participate in opportunities for development provided for members by the authority



To participate in initial and ongoing statutory and mandatory training 3 Values

To be committed to the values of the Council and the following values in public office:

Openness and transparency

Honesty and integrity

Tolerance and respect

Equality and fairness

Appreciation of cultural difference

Sustainability

Elected Member Person Specification To fulfil his or her role as laid out in the role description, an effective member requires the following: Representing and supporting communities

Good advocacy skills

Interpersonal skills

Integrity and the ability to set aside own views and act impartially

The ability to present relevant and well reasoned arguments

Good communication skills

Making decisions and overseeing council performance

Knowledge and understanding of meetings law, rules and conventions

An understanding of strategic, policy and service contexts for decisions

The ability to challenge ideas and contribute positively to policy development Representing the Council (subject to appointment)

Good public speaking skills

Good presentation skills

The ability to persuade others and act with integrity Internal governance, ethical standards and relationships

An understanding of the roles of officers, members and different agencies

Respect for, and desire to work with, different groups and individuals

Have knowledge and understanding of the Members’ Code of Conduct and Member/Officer Protocol

A knowledge and commitment to the values of the Council Personal and role development

An ability to asses personal and role development needs

Desire and skills to participate in development



Development Framework for Councillors 2014

As a New Member

Knowledge required Role skills The effective member is able to

Learning method Time scale

Getting Started

understanding of the key activities undertaken by councillors

understanding of the work of the Council

knowledge of the priority areas for service delivery

knowing where to find information

knowledge of individual role

knowledge of the constitution

understanding of ethical standards

understanding of personal liabilities and responsibilities

understanding of the equalities agenda

understanding of core processes such as business and financial planning

information gathering

networking

communication

ICT

describe his/her role

describe the role of the Council

describe the strategic and policy priorities for the authority

approach the appropriate contacts for information

access information and communicate using ICT

officer briefing

Welsh Local Government Association [WLGA] induction modules

Local Authority Councillors Guide

WLGA member learning resource

presentations by the Chief Executive, Cabinet and Service Directors

tour of the area and council buildings

role play/games

introduction to information sources Members’ library etc.

allocation of councillor mentor

reading constitution, improvement plan, code of conduct, community strategy,

First week of induction



budget book

Participating at a meeting

knowledge of meeting timetable and locations

protocol

constitution

members’ code of conduct/standards

meeting conventions

team working

meeting skills

preparation and research

participate fully

act assertively but not aggressively

speak effectively in public

express themselves effectively

actively listen

participate in meetings only after thorough preparation

utilise translation facilities if applicable

meeting simulation

officer briefing on protocols/Constitution/

Members’ Code of conduct and individual meeting roles

personal skills feedback from mentor

meeting skills seminar

personal skills development workshop

Timetable in induction pack “Rules” explained before first meetings Conventions first 6 months Meetings skills seminar in induction Feedback throughout period of office

Establishing community links

knowledge of electoral division, local communities and authority

understanding the national agenda with regard to citizen and community engagement

knowledge of community groups and organisations and of constituted groups such as Communities First and others

research

effective communication, including listening skills

networking

negotiation

demonstrate an understanding of the geographical area and the issues affecting it

demonstrate a commitment to equality through seeking to represent all groups equally and impartially

tour of authority

social inclusion and equalities training to permeate all training and development activities undertaken

equalities awareness raising

workshop

First 6 months



representing geographical communities and communities of interest

understanding of community issues and how they are affected by conditions and trends in the wider world

understanding of community sector and the resourcefulness of citizens and communities themselves

knowledge of ethical standards

sensitivity to the diverse needs for local services within communities

give a positive representation of the Council, its people and its services

elicit views of others

support and advise local community groups, partnerships and individual citizens in contributing their own resources to the well-being of local communities

visits to local groups

information on the national agenda with regard to citizen and community engagement

opportunities to engage constructively with Communities First and other constituted groups representing geographical communities and ‘communities of interest’

First 12 months

Relating to officers

knowledge of officer responsibilities and contact points

knowledge of protocols for working with officers

understanding of the need to treat all officers with respect

communication

assertiveness

influencing skills

diplomacy

interpersonal skills

build relationships

develop trust

adopt an appropriate personal style

show respect for all officers equally

understand what it is reasonable to ask officers to do

briefing notes

guidance on protocols

council contact directory in councillors guide

work shadowing

facilitated member-officer forum

First week of induction



Working to ethical standards

understanding of Members’ Code of Conduct, and the standards of conduct within the ethical framework

handling information

questioning

applying knowledge learned to appropriate situations

act as a role model and display a commitment to the stated values of the Council and 10 general principals underpinning all codes of conduct namely:

o selflessness o honesty o integrity o upholding the law o stewardship o objectivity o equality and respect

for others o openness o accountability o leadership o (perception) new

model code

officer briefings

member handbook

members’ Code of Conduct and guidance

ethics and standards induction module

Basics with signing the Code followed by induction module in the first few weeks




All Members -Community Leader


Learning Method Time scale

Community Leadership and Partnerships

understanding of the national agenda with regard to citizen and community engagement

knowledge of role and content of the Community Strategy and community planning system including its contribution to:

o sustainable development and its implications for future generations

o the health and wellbeing of individuals and communities

knowledge of role and composition of local partnerships such as:

Local Service Board [LSB]; Community Strategy; Health Social Care and Wellbeing, Children and Young People

understanding the role of community development in engaging communities

communication

meeting management

ability to engage with all groups including the traditionally excluded such as young people and minority ethnic groups

influencing persuading

actively manage contacts

lead by example

support all sectors of the community to help and develop themselves

ensure that the interests of future generations are properly recognised, addressed, and not unduly jeopardised by the actions of present day communities

briefing/ note on community strategy

information on the national agenda with regard to citizen and community engagement

Welsh Government [WG] library of advice and good practice relating to community strategies

attendance at WG regional/cross sectoral workshops

briefings/seminars on roles and responsibilities of partnerships

briefings/seminars on the connection of local government to improving health and wellbeing

information on community planning and local strategic partnerships

Overview within Induction as available Additional workshops as needed to introduce new national or local community programmes and community engagement schemes



opportunities to engage constructively with Communities First and other constituted groups representing geographical communities and ‘communities of interest’

Liaison with voluntary groups

understanding of the culture and workings of the voluntary sector

knowledge of voluntary groups relevant to ward issues/council priorities/ special interest

communication

meetings

networking

demonstrate interest

actively manage contacts with support and understanding

voluntary group and ‘expert’ briefings

information from relevant national institutes and other organisations

attendance at meetings

Within first 6 months/year

Liaison with community and town councils

understanding of roles and responsibilities of community and town councils

communication

meetings

networking

as above briefings from members of community and town councils

attendance at meetings

community and town councillor induction

Within first 6 months/year

As a member of an Area Forum/ Committee

understand the role and responsibility of Area Fora/ committees including any delegated responsibilities

communication

meetings

networking

actively listen to the community

effectively explain the policies of the Council

briefing from officers on the role of the forum

terms of reference and standing orders

On appointment to Area committee

Lobbying on local issues

knowledge relevant to issue including implications for future

consultation

present relevant and well reasoned

media skills training

Ongoing and as



generations as well as current communities

knowledge of where and how to lobby/campaign

how to involve local people and groups in lobbying and campaigning

meeting

organisation

negotiation

media skills

analysis of data trends

campaigning techniques

arguments

approach negotiations to achieve win-win

involve all who will be affected by issue including the representation and protection of the interests of future generations

show strategic awareness - seeing the big picture

hold an explicit and consistent position helping others to understand the position

guidance from existing members

guidance from officers involved in marketing

appropriate




All Members - Ward (Electoral Division) Representative



Holding surgeries knowledge of contacts for referral

contacts for publicity

general awareness of council policy on common issues – planning etc.

understanding of how standards/Members’ Code of Conduct applies in this setting

understanding of authority complaints procedure

awareness of the guidance information needed on hand in this setting

understanding of accessibility issues

knowledge management

information gathering

communication

assertiveness

conflict management

identify and use appropriate sources of information

adapt personal style to develop relationships

inform service users and advise of council policy and procedure

make themselves consistently available to all sections of the community

briefing notes/councillor handbook with contact details and Council policies

workshops as relevant to develop skill elements

observing surgeries (e.g. street surgeries) in action

Briefing notes/ handbook at induction When identified by Councillors

Casework understanding circumstances of particular case

understanding of case management techniques

information gathering/

handling/giving


put aside personal viewpoint and take objective stance

make effective

shadowing experienced member/officer

facilitated case study activities

Basics on induction On going within first



understanding of extent of personal involvement

advocacy

judgements about when to get personally involved, when to advise and when to refer and who to refer to

year

Winning resources for the ward

knowledge of funding sources

understanding of local government finance

knowledge of Welsh Government priorities

understanding of the resourcefulness of local citizens and communities

networking

negotiation

display determination and tenacity

be imaginative in identifying sources of funding

submit evidence based bids

work to develop the resourcefulness of local citizens and communities

Welsh Government [WG] guidance

officer briefings

negotiation skills workshop

Within first year




All Members - General Responsibilities



Juggling your life

understanding of key personal activities and responsibilities

time management

prioritisation

delegation

stress awareness/management

assertiveness

flexibility

balance work and home roles, being aware of support packages for childcare etc.

recognise and manage his/her own stress

take problems seriously but not personally

talk to existing members

receive coaching/mentoring from other members/officers if appropriate

take part in courses e.g. stress awareness, time management

have access to a counselling service

As required and on-going

Managing information

knowledge of sources of information and methods of organising it

researching

storing and retrieving information

project management

ICT

use a range of sources to find the information they need and organise it so that they can find it again

officers to provide information and advice

advice and information from the library service

mentoring from other members

As required

Handling data understanding the processes behind data presented such as budget cycle, performance indicators etc.

general literacy

general numeracy

retain and recall facts

interpret complex data

officer briefings

courses on speed reading, data handling/note taking

Processes on induction Briefings on



understanding how data is presented for example financial or performance related statistics

speed reading

data interpretation

ICT

and mind mapping

officer briefings on methods of presenting information

Basic Skills Agency courses

induction Courses as required

Using ICT awareness of systems and what a computer can do

word processing

email

use of the Internet and internal intranet

enthusiastically embrace new technology

use ICT to communicate with Council and community (including receiving committee papers)

use ICT to find and interpret information e.g. Internet and Intranet

courses from the ICT department on basic computer literacy

European Computer Driving Licence

As required Aim for full IT literacy within first

6 months

Expressing yourself

knowledge of corporate style of letter/report writing

understanding of corporate guidance for interacting with the media

understanding of different needs of different audiences

effective self expression

basic media skills

presentation skills

display self confidence without appearing arrogant

express him/herself articulately

accept and give feedback

coaching and mentoring from other members

courses e.g. presentation skills

media skills training

externally facilitated

Knowledge of corporate style at induction Personal style - on going as required



knowing what to say and what not to say in different contexts

actively listen

observation and feedback

Working with others

knowledge of who to work with

understanding of equalities and diversity issues including responsibilities under legislation such as the equalities standard

understanding of the roles of officers, members and different agencies

understanding of the need for the Council to work collaboratively with citizens and communities if it is to successfully fulfil its functions and achieve its aims

listening

team working


have respect for, show respect for and display a desire to work with different groups and individuals

challenge inappropriate (e.g. racist, sexist, homophobic) behaviour in others

earn the respect, trust and confidence of citizens, communities and other stakeholders, encouraging them to work with the Council towards the achievement of common goals

officer briefings on partners and equalities awareness

equality training workshops

member handbook

mentor feedback

Briefings in first induction week Workshops within first year Challenge by colleagues of inappropriate behaviour

Making decisions

understanding of corporate responsibilities e.g. corporate parenting

planning, licensing etc.

understanding of strategic and

information gathering and handling

decision making

act with integrity

refer decisions to others or take advice when appropriate

involve the ‘right’

corporate parenting workshop

planning workshop

licensing workshop

Overview at induction More detailed briefing/ workshop on corporate responsibilities



service contexts including the long-term implications of current day decisions

knowledge of pre set procedures for decision making

people in the process and encourage ownership

understand the implications for the whole system, across all of its social, economic and environmental aspects and over the long, as well as shorter, term

ensure that decisions are taken on the basis of the best available evidence and information, including the findings of sound science

officer briefing and other reading/research

workshop/resource pack on problem solving and decision making

within first year Information handling and gathering within first year

Participating in council meetings

Members’ Code of Conduct

Constitution

ethical standards

rules of debate and process

information handling

public speaking

listening

grasping opportunities

informed and balanced decision

prepare fully for debate

hear and understand messages from colleagues

contribute appropriately, clearly and concisely according to meeting protocol, Members’

briefing by officers and Leader

simulated meetings

observation and feedback from external experienced facilitators

councillor mentor/buddy

Knowledge and simulated meetings at induction Feedback during first year



making

performance monitoring

Code of Conduct and ethical standards

take decisions based on appropriate information

Working with outside bodies as a representative of the council

understanding of key objectives of both the Council and organisations

understand the Council’s community leadership role

understanding of personal remit, powers and responsibilities

understanding of how decisions made impact on the Council and the sustainable well-being of all sections of local communities

meeting skills

public speaking

meeting management

diplomacy

advocacy

take account of different organisational priorities and cultural styles and values

report back to the Council their actions and decisions

influence the decisions and activities of outside bodies to align them with the Council’s own intentions and activities and ensure that they contribute to the sustainable well-being of local communities

briefings and briefing notes provided by the local organisation

speak to the Monitoring officer about duties, responsibilities and liabilities and the Section 151 officer about budgets

reading and research - local media, local archives

regular attendance at meetings

skills development can be via relevant workshops

undertaking peer support work

On appointment to outside body

Acting as an employer

understanding of the role of the member as an employer and personal responsibilities in relation to employees

ability to take part in disciplinary process

ability to interact with staff according

treat all colleagues with respect

help ensure that the Council, as a large

officer briefing

member handbook

At induction



understanding of the impacts that the Council, has on the local economy, society and environment

to equalities legislation and employment law

and prominent organisation, as much as in its service delivery, acts as an exemplar and demonstrates good ‘global citizenship’ by always acting in ways that support & contribute to sustainable development

Selection panel for appointments

legislation and guidance on selection

interviewing skills undertake thorough preparation

engage with the process

show a positive and equal attitude towards candidates

show integrity and fairness in decision making

present an evidence based case to fellow panel members

course/workshop on recruitment and selection/interviewing skills

officer briefing on legislation, policies and procedures regarding selection

On appointment to selection panel

Working within health and safety

understanding of responsibilities for health and safety as an employer and an

ability to assess health and safety risk

take relevant health and safety legislation into account when

officer briefing

member handbook

At induction



regulations individual

manual handling

undertaking all aspects of work

Undertaking continuing member development activities

understanding of the need for councillors to continually develop their skills and knowledge

knowledge of available development opportunities

ability to assess personal strengths and areas for development

ability to seek guidance and feedback on performance

actively take part in the development needs analysis and/or personal development review opportunities provided by authority

participate in appropriate development activities as they appear

officer briefings on available development activities

personal development review process

mentoring scheme

training needs analysis

Throughout period of office




As a party/group representative (if applicable)



Presenting party/group policy

awareness of national and local party manifesto or policies of local group

operating in a political environment

public speaking/ presentation skills

influencing skills

operate within party political parameters

understand and respect party/group discipline and process

attendance at group and other relevant party meetings

presentation skills/public speaking training

At first group meeting and ongoing

Working as a party/group member

knowledge of party rules and constituency party structure

knowledge of local party contacts

team working

networking

act according to party/group rules

share learning and information with other group members

contribute to party policy development providing feedback on the potential impacts of policy proposals on a local level, and promoting and representing the interests of future generations as well as current constituents

briefing by group leader

attendance at group and other relevant party meetings

workshops to develop team-working skills

At first group meeting and ongoing

When identified



Section C Member of Scrutiny Committee Role Description

1 Accountabilities

To the Chair of the appropriate Scrutiny Committee

To Full Council

To the public 2 Role purpose & activity

To participate fully in the activities of the Scrutiny Committee, the development and delivery of its work programme and any associated task and finish groups

Reviewing and developing policy

To assist in the creation, development, improvement and refinement of Council policy

To challenge policies on a sound basis of evidence for example against legislation or local political priority

To assess impact of existing policy

Holding the Cabinet to account, monitoring performance and service delivery

To monitor the performance of internal and external providers against standards and targets including questioning of Cabinet and senior officers over time

To contribute to the identification and mitigation of risk

To investigate and address the causes of poor performance

To evaluate the validity of Cabinet decisions and challenging decisions through call-in where appropriate

Promoting the work of Scrutiny

To promote the role of scrutiny within and outside the Council, developing effective internal and external relationships

To demonstrate an objective and evidence based approach to scrutiny

To add value to the decision making and service provision of the authority through effective scrutiny

Community leadership

To use scrutiny as a means to address community issues and engage the public

To encourage stakeholders to participate in the work of the authority

To develop locally viable and acceptable policy solutions

To build a dialogue around priorities, objectives and performance, among communities and stakeholders

Meeting participation

To make adequate and appropriate preparation for meetings through research and briefings



To participate in a proactive, informed and effective manner taking account of the Members’ Code of Conduct, Constitution and other constitutional requirements

3. Values







Sustainability

Scrutiny Member Person Specification

To fulfil his or her role as laid out in the role description, an effective scrutiny member requires: Participating fully in the activities of the scrutiny function

Full understanding of the scrutiny remit and role, and terms of reference for their own committee and others

Understanding of member support functions

Willingness to work within the guidance of the Chair

Willingness to undertake training as necessary


Knowledge of and ability to evaluate existing policy

Understanding of best practice

Understanding of national and local legislative and policy context Monitoring performance and service delivery and holding the Cabinet to account

Understanding of the Wales Programme for Improvement (WPI) and associated risk assessment arrangements

Understanding of the principles and practice of performance management

Understanding of Council’s performance management arrangements

Ability to analyse data and challenge performance

Understanding of arrangements for call-in Promoting the work of scrutiny

Ability to negotiate and build consensus

Ability to act objectively and on the basis of evidence Community leadership

An understanding of the community leadership role

Knowledge of local issues and expectations



Ability to work effectively with all members of the community and build understanding and ownership of scrutiny

Knowledge of the individuals and organisations in the community especially those traditionally excluded

Meeting participation

Ability to interpret information and data from a range of sources

Understanding and application of meeting protocols, Members’ Code of Conduct, Constitution and other constitutional requirements

Ability to participate in meetings including effective listening, questioning and speaking




Scrutiny Member

Knowledge required Role skills The effective scrutiny member is able to


Holding the Cabinet to account

full understanding of scrutiny remit and roles

understanding of Cabinet function and work plan

understanding of protocols to call-in decisions

information management

performance review

assertiveness

meetings management/ participation

questioning of “witnesses”


non verbal communication

interpreting facts and data

ability to handle complex facts and figures

project management

challenge decisions made when appropriate

ensure objectivity and fairness and avoid party political bias

function as team member

briefings by officers closely involved in the scrutiny function

scrutiny team development workshops with external facilitator

Role briefing on appointment to scrutiny

Team development within first 6 months


knowledge of existing policy

understanding of best practice

understanding of wider and national policy contexts, including trends and potential developments in social, economic and environmental contexts that may have longer-term implications for the sustainable well-being of local communities

understanding of budgets

challenge policies and working practices

develop locally viable policy solutions that are properly ‘future proofed ‘ and do not produce undesirable side-effects in the wider contexts on which local well-being depends

help external stakeholders to develop their role

officer and ‘expert’ briefings

information from relevant organisations

As required at outset of review

Scrutiny in a particular

understanding of area of responsibility and how it

challenge policies and practices on a sound

officer and ‘expert’ briefings

As required



area/theme affects and is affected by other policy themes and areas

understanding of the issues under review whether internal or external

questioning

monitoring and challenging

basis of evidence

be open to the views of witnesses

ensure that the service/policy/plan where appropriate contributes to SD and/or maximises the positive impact on health and wellbeing

information from relevant organisations

seminars on health impact assessments

Performance management and improve-ment

understanding of the Wales Programme for Improvement

understanding of performance management including strategic partnership performance management

understanding of risk management, principles and processes, and the relationship between risk management at the organisation level and the Council’s core responsibility to ensure and enhance sustainable wellbeing

understanding the health impact assessment process

see the big picture

use a range of information to evaluate performance

focus on outcomes and impacts, over the long, as well as shorter, term

promote change and new ways of working, challenging ‘business as usual’ where it is not effective and sustainable

communicate performance priorities and results to

officer briefings

seminar/ workshop on performance management/ risk management, including strategic partnership performance management

As required by review timetable Ongoing programme of briefings and discussions to culminate in development of performance and improvement plans



understanding of the councils own priorities and imperatives

communities and stakeholders

Scrutiny of External Bodies

knowledge of services delivered by external bodies

understanding of the role of scrutiny in relation to this

operate effectively and sensitively in a range of different contexts and settings

influence the plans, strategies and activities of outside bodies to ensure that they do not jeopardise the sustainable well-being of communities, and where appropriate, that they align with, contribute to, and draw on, the Council’s own plans, strategies and activities to enhance that well-being

Centre for Public [CFPS] website

Welsh Local Government Association [WLGA] guides

On appointment to external bodies



Section D

Member of a Regulatory Committee Role Description 1 Accountabilities

To Full Council

To the Chair of the Regulatory Committee To the public

2 Role purpose and activity

Understanding the nature of the regulatory committee and quasi-judicial decision making

To be aware of the quasi-judicial nature of Regulatory Committee decision making

To have sufficient technical, legal and procedural knowledge to contribute fairly and correctly to the function of the committee

To be thorough and objective in receiving and responding to professional advice in the conduct of meetings and individual cases/applications before the committee

Participating in meetings and making decisions

To participate effectively in meetings of the Regulatory Committee, ensuring that both local considerations and policy recommendations are balanced to contribute to effective decision making

To make informed and balanced decisions, within the terms of reference of the Committee, which accord with legal, constitutional and policy requirements


To ensure the integrity of the Committee’s decision making and of his/ her own role by adhering to the Members’ Code of Conduct and other constitutional and legal requirements

To promote and support good governance by the Council

To understand the respective roles of members, officers and external parties operating within the Regulatory Committee’s area of responsibility

To participate in statutory/mandatory training in order to be able to participate in the Regulatory Committee meetings

3 Values







Sustainability



Regulatory Committee Member Person Specification

To fulfil his or her role as laid out in the role/job description, an effective member of a Regulatory Committee requires the following: Understanding the nature of the Regulatory Committee and quasi-judicial decision making

Integrity and the ability to set aside own views and act impartially

Knowledge of law, policy and procedures for that regulatory/quasi-judicial area

Maintenance of knowledge

Objectivity and judgement Participating in meetings and making decisions

Ability to listen, and to consider and respect the views of other contributors

Good public speaking skills

Good advocacy skills Internal governance, ethical standards and relationships

Knowledge and understanding of the Members’ Code of Conduct and protocols

Knowledge of and a commitment to the values of the Council




As a member of a regulatory committee



Member of a Planning Committee

knowledge of the framework of the planning system in Wales and guidance and policy

understanding of the role of the Welsh Government [WG] and National Assembly for Wales

understanding of the role of the Local Authority

understanding of planning law

detailed understanding of the role of the member on the planning committee in detail as set out in the authority’s role description

in depth understanding of the local code of conduct application of the code within planning or planning code where it exists

understanding of the development planning process

ability to work within national guidance

ability to work within the Members’ Code of Conduct and any planning codes

ability to make decisions objectively based on the full range of information available

persuasion

articulating local views only when undertaking “local member” role

use a range of legal and other information to make decisions

maintain awareness of guidance and policy available and take advice from officers on interpretation of national guidance

work transparently and consistently within the Members’ Code of Conduct

comprehensive programme of training/induction for planning members before acting on the committee

regular officer briefings and guidance

circulation and briefings on guidance Technical Advice Notes [TANs] etc. as they are issued

guided reading

supportive challenge from peers, officers and mentors following inappropriate behaviour

feedback on performance as part of the review and development process

Induction/ overview required on taking up a position on the planning committee Ongoing briefings through-out term of office



and Local Development Plan [LDP]

understanding of development management including the law relating to planning permission

sustainable development

affordable housing

environmental considerations

Health Impact Assessment

securing accessible, quality design

understanding of local issues to be determined within each local planning authority

engaging the public

Member of a Licensing Committee

licensing regulations

knowledge of local and national licensing policy

basic understanding of case law

knowledge and understanding of community plans and crime

decision making



non verbal communications

use a range of information to make decisions

understand the cumulative impact of new applications for licensed premises

comprehensive programme of training/induction for licensing members before acting on the committee


advanced workshop

Induction/ overview required on taking up a position on the licensing committee Ongoing briefings



and disorder strategies

through-out term of office

Member of a Rights of Way Committee

understanding rights of way law

understanding of the role of the Welsh Government and National Assembly for Wales

understanding of the role of the Local Authority

engaging the public








comprehensive programme of training/induction for rights of way members before acting on the committee


Induction/ overview required on taking up a position on the rights of way committee Ongoing briefings through-out term of office

Member of an Employment Committee

understanding employment law

basic understanding of case law

understanding of Human Resources [HR] policies and procedures



adjudication

working with



comprehensive programme of training/induction for employment members before acting on the committee


Induction/ overview required on taking up a position on the employment committee Ongoing briefings through-out term of office



officers




ability to handle complex facts and figures

Member of a Pensions and Investment Committee

understanding of the role of the committee and the quasi-trustee role of its Members

basic understanding of the Local Government Pension Scheme

basic understanding of the role of the Section 151 Officer; Investment Adviser; Actuary; Investment Managers; The Custodian; The Investment Measurement Service

basic understanding the relationship between the Pension Fund’s assets and liabilities







comprehensive programme of training/induction for pensions and investment members before acting on the committee


Induction/ overview required on taking up a position on the pensions and investment committee Ongoing briefings through-out term of office



basic understanding of the investments of the Pension Fund and the use of benchmarks to measure performance



Section E Member of an Audit Committee Role Description

1 Accountabilities

To the Chair of the Audit Committee

To Full Council

To the public 2 Role purpose and activity

Understanding the role of the Audit Committee and undertaking its functions:

Risk and Control

Ensure the risk management strategy guides the programme of internal and external work, to address the controls and risk related issues identified

Oversee the production of the annual governance statement, recommend its adoption by the County Council and ensure appropriate action is taken to address the issues raised

Internal Audit

To consider and approve the annual audit opinion on internal control and the level of assurance given to the corporate governance arrangements

Approve the annual audit plan, ensuring there is sufficient and appropriate coverage, with a strong emphasis on risk management and resources are available to implement the plan

Receive and review internal audit reports and ensure officers respond promptly to the findings. Where necessary, recommendations to other committees and portfolio holders will be made to ensure action plans are implemented

External Audit

Consider and approve the annual letter, regulatory plan and specific reports as agreed

Where necessary, ensure action is taken by officers to address those issues raised, and if necessary recommendations to other committees and portfolio holders will be made to address findings and deliver clear conclusions

Comment on the scope and depth of the external audit work, to ensure it gives value for money

Other

Assess and approve the annual statement of accounts, external audit opinion and management representation in relation to annual audit findings

Promote effective relationships between external and internal audit, Inspection agencies and other relevant bodies to ensure the value of audit and inspection is enhanced and actively promoted

Regularly monitor treasury management performance




To participate effectively in meetings of the Audit Committee; questioning and seeking clarification on matters falling within the committee’s remit

To make informed and balanced decisions, within the terms of reference of the committee, which accord with legal, constitutional and policy requirements

To participate in working groups


Understanding the financial risks associated with corporate governance; being satisfied that the authority’s assurance statements including the annual governance statement reflects the risk environment and any activities required to improve it

To ensure the integrity of the committee’s decision making and of his/ her own role by adhering to the Code of Conduct and other constitutional and legal requirements


To understand the respective roles of members, officers and external parties operating within the Audit Committee’s area of responsibility

3 Values







Sustainability







Member of an Audit Committee

knowledge of the Council’s Constitution

understanding of audit process

finance

challenging

monitoring

effectively co-ordinate internal and external audit activity and monitors the implementation of recommendations

comprehensive programme of training/induction for audit members before acting on the committee


advanced workshop

Induction/ overview required on taking up a position on the Audit Committee Ongoing briefings through-out term of office



Member of a Standards Committee Role Description 1 Accountabilities

To the Chair of the Standards Committee

To Full Council


Understanding the nature of the Standards Committee and effectively fulfilling its functions by:

promoting and maintaining high standards of conduct by councillors and co-opted members

assisting the councillors and co-opted members to observe the Members’ Code of Conduct

advising the Council on the adoption or revision of the Members’ Code of Conduct

monitoring the operation of the Members’ Code of Conduct

advising on training or arranging to train councillors and co-opted members on matters relating to the Members’ Code of Conduct

granting dispensations to councillors and co-opted members from requirements relating to interests set out in the Members’ Code of Conduct

dealing with any reports from a case tribunal or interim case tribunal, and any report from the Monitoring Officer on any matter referred to that officer by the Public Services Ombudsman for Wales

overseeing the operation of the Council’s whistle-blowing policy

providing advice to individual councillors on such issues as the treatment of personal interest and on conduct matters generally

determining appropriate action on matters referred to it by the Public Services Ombudsman for Wales

overseeing the Register of Members’ Interests, Co-opted Members and Officers

overseeing the Council’s rules and protocols on accountability of members

overseeing the attendance of Members and Co-opted Members at relevant committees

overseeing the training of Members serving on all committees of the Council

To have sufficient technical, legal and procedural knowledge to contribute fairly and correctly to the function of the committee

To be thorough and objective in receiving and responding to professional advice in the conduct of meetings and issues before the committee


To participate effectively in meetings of the Standards Committee



To make informed and balanced decisions, within the terms of reference of the committee, which accord with legal, constitutional and policy requirements


To ensure the integrity of the committee’s decision making and of his/her own role by adhering to the Members’ Code of Conduct and other constitutional and legal requirements


To understand the respective roles of members, officers and external parties operating within the Standards Committee’s area of responsibility

3 Values







Sustainability

Impartiality






Member of a Standards Committee

thorough knowledge and understanding of the Members’ Code of Conduct in relation to the Council and community and town councils

adjudication

working with officers

advising others

monitoring and review



communications

use a range of information to make decisions

monitor and challenge fellow members in considering breaches in the Members’ Code of Conduct

work effectively with the monitoring officer

comprehensive programme of training/induction for standards members before acting on the committee


advanced workshop

Induction/ overview required on taking up a position on the Standards Committee Ongoing briefings through-out term of office



Member of a Standards Community Sub-Committee Role Description

1 Accountabilities

To the Chair of the Standards Community Sub-Committee

To Full Council


Understanding the nature of the Standards Community Sub-Committee and effectively fulfilling its functions by:

In relation to town and community councils in Powys and members of those councils:

promoting and maintaining high standards of conduct by councillors and community youth representatives

assisting the councillors and community youth representatives to observe the Members’ Code of Conduct


monitoring the operation of the Members’ Code of Conduct advising, training or arranging to train councillors and community

youth representatives on matters relating to the Members’ Code of Conduct

granting dispensations to councillors and community youth representatives from requirements relating to interests set out in the Members’ Code of Conduct


To have sufficient technical, legal and procedural knowledge to contribute fairly and correctly to the function of the Sub-Committee

To be thorough and objective in receiving and responding to professional advice in the conduct of meetings and issues before the Sub-Committee


To participate effectively in meetings of the Sub-Committee

To make informed and balanced decisions, within the terms of reference of the Sub-Committee, which accord with legal, constitutional and policy requirements


To ensure the integrity of the Sub-Committee’s decision making and of his/her own role by adhering to the Members’ Code of Conduct and other constitutional and legal requirements




To understand the respective roles of members, officers and external parties operating within the Sub-Committee’s area of responsibility

3 Values







Sustainability

Impartiality



Section H Member of a Democratic Services Committee Role Description

1 Accountabilities

To the Chair of the Democratic Services Committee

To Full Council


Understanding the nature of the Democratic Services Committee:

To be aware of and effectively undertake the role of the committee in:

Designating the Head of Democratic Services following advice from the Chief Executive

Keeping under review the provision of staff, accommodation and other resources to discharge the democratic functions, ensuring that these are adequate

Making annual reports to the Full Council in relation to the above

Appointing working groups and chairs of working groups to undertake functions delegated by the committee

Considering reports prepared by the Head of Democratic Services

Developing the Authority’s member support and development strategy

Ensuring that members have access to a reasonable level of training and development as described in the member development strategy and the Wales Charter for Member Support and Development

Ensuring that the budget for member development is sufficient

Ensuring that members have access to personal development planning and annual personal development reviews

Reviewing committee structures

Revisions of the Constitution

To have sufficient technical, legal and procedural knowledge to contribute fairly and correctly to the function of the Committee

To be thorough and objective in receiving and responding to professional advice in the conduct of meetings and issues before the Committee


To participate effectively in meetings of the Democratic Services Committee

To make informed and balanced decisions, within the terms of reference of the committee, which accord with legal, constitutional and policy requirements and Ministerial guidance




To ensure the integrity of the committee’s decision making and of his/her own role by adhering to the Members’ Code of Conduct and other constitutional and legal requirements


To understand the respective roles of members, officers and external parties operating within the Democratic Services Committee’s area of responsibility

3 Values







Sustainability



Section I Cabinet Member Role Description

1 Accountabilities

To the Leader To the Cabinet (through collective responsibility) To Full Council To Political Group To the public through collective responsibility

2 Role Purpose and Activities

Providing portfolio leadership

To give strategic and political direction to officers working within the portfolio

To gain the respect of officers within the portfolio; provide support to officers in the implementation of portfolio programmes

To provide leadership in the portfolio To liaise with the appropriate scrutiny chair and receive scrutiny reports

as required To be accountable for choices and performance in the portfolio To have an overview of the performance management, efficiency and

effectiveness of the portfolio To make Cabinet decisions within the portfolio*, which are recorded in

accordance with the Constitution * This only applies under constitutional arrangements where individual Cabinet members or combinations of Cabinet members are given individual responsibility for making decisions on behalf of the Cabinet.

Contributing to the setting of the strategic agenda and work programme for the portfolio

To direct the strategic agenda and work programme with reference to the

Council’s overall Corporate Improvement Plan To work with officers to formulate policy documents both strategic and

statutory. Ensure that the political will of the majority is carried to and through the Cabinet

To provide assistance in working up and carrying through a strategic work programme both political and statutory. Carry out consultations with stakeholders as required. Make sure that the portfolio’s forward work programme is kept up to date and accurate

Providing representation for the portfolio

To provide a strong, competent and persuasive figure to represent the portfolio. Be a figurehead in meetings with stakeholders

Reporting and accounting

To report to the Leader, Full Council, Cabinet, chair of scrutiny, regulatory bodies and the media



To be the principal political spokesperson for the portfolio To appear before scrutiny committees in respect of matters within the

portfolio

Taking an active part in Cabinet meetings and decision making

To contribute to decisions based on others’ portfolios and take part in collective decision making

To show an interest in and support for the portfolios of others To recognise and contribute to issues which cut across portfolios or are

issues of collective responsibility

Leading partnerships and community leadership

To give leadership to local strategic partnerships and local partners in the pursuit of common aims and priorities

To negotiate and broker in cases of differing priorities and disagreement To act as a leader of the local community by showing vision and foresight To take decisions under delegated authority at partnership meetings


To promote and support good governance of the Council and its affairs To provide community leadership and promote active citizenship To promote and support open and transparent government To support, and adhere to respectful, appropriate and effective

relationships with employees of the Council To adhere to the Members’ Code of Conduct, Member/Officer Protocol

and the highest standards of behaviour in public office 3 Values







Sustainability

Inclusive leadership

Cabinet Member Person Specification To fulfil his or her role as laid out in the role description, an effective Cabinet Member requires:

Portfolio leadership

An understanding of the Council’s strategy, policies and operations

Leadership skills



Contributing to the setting of the strategic agenda and work programme for the portfolio

The ability to quickly develop an understanding of the allocated portfolio and to develop a broad understanding of other portfolios

The ability to present to others

The ability to exercise strategic awareness and judgement

Knowledge of relevant issues and who to involve in decision making

The ability to persuade others

Knowledge of Council and national objectives

Providing representation for the Portfolio

Public speaking skills

Good presentation skills

Reporting

High level communication skills

Taking an active part in Cabinet meetings and decisions The ability to constructively challenge decisions and suggest alternatives The knowledge, confidence and ability to contribute to discussion and

resolution of cross cutting and collective issues


Adaptive leadership skills Negotiation and brokerage skills Creative and lateral thinking skills; the ability to see ahead and be

predictive





A knowledge and commitment to the values of the Council




Cabinet Member

Knowledge required Role skills The effective Cabinet member is able to

Learning method Time scale

Role of the Cabinet Member

understanding of the role as an individual as set out in the authority’s role description and the wider role of the Cabinet team

understanding of non-Cabinet team roles

understanding of Council strategy/policies and operations

understanding of how role fits with that of the corporate team

leadership skills

generic management

communication

ability to function within officer and member top teams

ability to function strategically

lead by example

motivate others towards an agreed goal

accept responsibility willingly

act decisively in appropriate situations

accept and embrace change

avoid getting bogged down in minor or operational issues

think creatively and ‘outside the box’

exercise strategic awareness and judgement

recognise and respect the contribution made by non-Cabinet teams

within Cabinet meetings

support from Cabinet Leader

Leadership Academy

coaching and mentoring

Cabinet development externally facilitated by means of workshops jointly with officers

Introduction on appointment to Cabinet

Personal support ongoing

Team development first year



Decision making

knowledge relevant to issue

decision making skills

advanced information handling skills

identify and access a range of information and evidence on which to base decisions

- including connections with conditions and current and predicted trends in the wider world

- and their implications for future generations as well as current communities

distinguish between major and minor issues

think creatively

act with integrity

refer decisions to others or take advice when appropriate

involve the ‘right’ people in the process and encourage ownership

understand and address the

mentoring and support from Cabinet Leader and senior officers

On appointment to Cabinet and as required



implications for the whole system across all of its social, economic and environmental aspects and over the long, as well as shorter, term

manage expectations

Developing a strategic vision for the local area and its communities

knowledge of the key strategic issues and themes for the local area and the needs for improvement

understanding of the diversity within the community, and the full range of strengths, perspectives, aspirations, resources and needs associated with it

knowledge of the broader local strategic partnership agenda and the need for close collaborative working

understanding of the connections between the well-being of local communities and conditions and trends in the wider social, economic and environmental contexts

strategic vision

alliance building

communication and engagement skills

combine a clear and succinct vision with pragmatism

understand the perspectives of other strategic partners

gain the support of others to achieve the vision

recognise and address both the opportunities that are available to achieve the vision and the things that threaten it

recognise and celebrate success

demonstrate a

written information and seminar from planning officers and local strategic plan coordinators

joint information /seminars/training with key strategic partners

information/module on sustainable wellbeing and the wider social, economic and environmental context

use of Exploring Sustainable Wellbeing Toolkit

development of networks



understanding the need for sustainability

understanding of Community Planning and the need for a wide vision not confined only to Local Authority services

perspectives, ambitions and ‘must do’ targets of strategic partners, including the Third sector

the advantages of joint and cross-agenda working – resource efficient, ‘joined up’ service to the service user etc.

sustainable joint service provision opportunities

commitment to equality, diversity and the well-being of future generations

Communicating decisions

knowledge relevant to issue

understanding of the perspectives of communities and other internal and external stakeholder groups

communicate effectively and frequently with officers within portfolio especially service managers

communicate effectively and

communication in a variety of formats

media skills

maintain two-way contact with all stakeholders

communicate reasons for decisions

build acceptance of the legitimacy of decisions, even amongst those who might disagree with them

officer briefings and reading on issues

As required



frequently with appropriate officers, other committees and portfolio members and service users as appropriate

earn the support of communities and other stakeholders in implementing the decisions

recognise and address both the opportunities that are available to achieve the vision and the things that threaten it

Portfolio responsibilities

understanding of the national policy framework for the portfolio area and links to national and local strategic policy

knowledge of the law

understanding of resource issues

knowledge of local priorities across all portfolios

understanding the connections between all of the above and current and predicted trends in the wider world, together with their implications for future generations as well as current

collaboration

research

communicate effectively and frequently with appropriate officers, other committees and portfolio members and service users as appropriate

‘future proof’ decisions and delivery programmes within the portfolio, and work with colleagues to ensure that all the portfolios work together in consistent and coherent ways

officer briefings

reading/resource packs

meetings with stakeholders

policy area briefings from Welsh Local Government Association [WLGA]

Intense induction to portfolio on appointment



communities



Section J Chair, Vice-Chair and Assistant Vice-Chair of the Council Role Description

Chair

1. Accountabilities

Full Council To the public

2. Role Purpose and Activity

Acting as a symbol of the Council’s democratic authority

As the ceremonial head of the Council, to be non-political and uphold the democratic values of the Council

To represent the Council at civic and ceremonial functions

Chairing Council meetings

To preside over meetings of the Council, so that its business can be carried out efficiently

To ensure the Council conducts its meetings in line with the Council’s Constitution

Upholding and promoting the Council’s Constitution

To ensure the Constitution is adhered to and, if necessary, to rule on the interpretation of the Constitution


To promote and support good governance of the Council and its affairs To provide community leadership and promote active citizenship To promote and support open and transparent government To support, and adhere to respectful, appropriate and effective relationships with

employees of the Council To adhere to the Members’ Code of Conduct, Member/Officer Protocol and the

highest standards of behaviour in public office To promote and support the well being of Members To promote effective communication between and provision of information to

Members Work programming

To prepare and manage an annual work programme for the Council to meet its legal obligations (e.g. setting the budget and the Council Tax and making appointments)

3. Values





Honesty and integrity Tolerance and respect Equality and fairness Appreciation of cultural difference Sustainability

Vice-Chair To fulfil the duties of the Chair in his or her absence To assist the Chair in specific duties as required

Assistant-Vice Chair

To fulfil the duties of the Chair or Vice-Chair in his or her absence To assist the Chair or Vice-Chair in specific duties as required

Chair, Vice-Chair and Assistant Vice-Chair of the Council Person Specification

To fulfil his or her role as laid out in the role description, an effective member requires the following: Acting as a symbol of the Council’s democratic authority

Good public speaking skills An in-depth understanding of role of Chair

Chairing Council meetings

Skills to chair meetings, to ensure business is carried out effectively and all those

attending participate An understanding of the Council’s Constitution


An understanding of the Council’s Constitution An understanding of when to seek the advice of the Monitoring Officer on issues

relating to the Constitution Internal governance, ethical standards and relationships

An understanding of the roles of officers, members and different agencies Respect for, and desire to work with, different groups and individuals Have knowledge and understanding of the Members’ Code of Conduct and

Member/Officer Protocol A knowledge and commitment to the values of the Council

Work programming

The ability and discipline to plan and manage work programmes




As a Chair/ Vice Chair/ Assistant Vice Chair of Council

Knowledge required Role skills The effective chair is able to


Provide leadership and direction

an in depth understanding of the role of the Council

in depth understanding of own role as chair

understand the role of member support officers

leadership

people management

team building

provide confident management of the member team

Leadership Academy


support group with other chairs

chairing skills seminar

On appointment

Oversee work programme

understand Council priorities

understand work planning procedure

understand role and priorities of other committees

project management

planning

encourage proactivity and independent thought tempered with collaboration with officers and other committees

manage projects to support prioritisation and review

liaison with officers to define work programme

project management workshop

Within planning cycle

When need identified

Provide effective meeting management

understand meeting protocols

in depth knowledge of the Members’ Code of Conduct

meeting skills

facilitation

public speaking

mediation

ensure that meetings progress effectively

ensure that the necessary preparation is done beforehand


observation, feedback/coaching by external facilitator

On appointment and as required



personal skills


questioning

listening

ensure that all participants are able to make an appropriate contribution

ensure that meetings are focussed and time is not wasted

Ensure that adequate resources are provided

understand the resource requirements of the Council

prioritisation

negotiation

lobbying

liaise with officers to ensure time, staff, development and funding is available for the committee

budget updates from officers

Linked to budget round

Ensure development & contribution of all members

understands the potential role of each team member

understands the preferred team role style of each member

facilitation encourage high performance from all team members and witnesses where appropriate by encouraging appropriate participation and offering feedback as required

team roles identification activity

As required

Emotional Intelligence

self–awareness

social awareness

self management

advanced interpersonal skills

recognise own strengths and limitations and recognise how own feelings and values affect performance

the Leadership Academy

personal skills development sessions

receiving high level coaching/mentoring

As required



display self control, transparency adaptability

display organisational awareness

Leadership in depth knowledge of the business of local government

breadth of vision and long-term horizons

understanding of the roles and responsibility of a leader as set out in the role description adopted by the authority

leadership skills, including collaboration

coaching skills

relationship management

lead, inspire, influence, develop and motivate others

display a commitment to an ethos of public service and stewardship for the future

lead by example

project a positive image

build coalitions internally and externally

be brave enough to take risks

manage conflict

promote and subscribe to organisational values

Leadership Academy


support/mentoring from other council Leaders

As required



Develop relationships and engage with the public and community

knowledge of key issues relevant to the local community

knowledge of working practices of Welsh Government [WG] and relevant public bodies

advanced community leadership skills

advanced communication

advanced presentation

identify and nurture external contacts

identify and make use of events for developing external networks

make contact with traditionally hard to reach groups or those who feel excluded from established communication links

attendance at events

visits to “Excellent” Councils such as those receiving awards under the “Excellence Wales” initiative

collaborative training with Communities First Partnerships or other representative community groups

As required

Communicate the Vision for the Council and the Community

knowledge of the strategic and community issues which have shaped the vision

understanding of when and how the vision should be communicated

strategic vision

alliance building


communicate a clear and succinct vision that has been demonstrably co-produced with local communities

demonstrate a commitment to equality, diversity and the well-being of future generations

Leadership Academy


support/mentoring from other Council Leaders/appropriate peers

joint planning training and information seminars

As required

Understanding of Political Environment

understanding of the relationship between national and local politics

understanding of political

political vision

strategic awareness

demonstrate political judgement

attendance at relevant events at a national level

undertake peer support

As required



leadership in the community

Relationship with Chief Executive

understanding of the roles and responsibilities of the Chief Executive as a manager and in his/her role of Head of Paid Service

networking

joint working on strategic objectives

establish and maintain a positive relationship

communicate effectively and frequently

give appropriate feedback

operate with integrity

display openness and trust

call the Chief Executive to account within statutory parameters

participation in regular meetings and discussions with Chief Executive and other senior officers

Ongoing and as appropriate

Relationship with key Officers e.g. Monitoring Officer Finance Officer [Section 151 Officer]

understanding of the legally defined role that certain officers have and the protection afforded them

refer to the monitoring and finance officers for appropriate guidance

As required

Manage reputation of council

knowledge of current reputation and issues for this council and local government

high level media, networking and interpersonal skills

work to ethical standards

briefings and discussion with senior officers




generally

equality and diversity

cultural awareness


standards and ethics

a sense of ‘legacy’, insight into, and respect for, the way future generations will look back on the Leader’s period of stewardship

ensure that accurate, open and honest two-way communication takes place with public and the media

be willing to be held to account under the legal framework

project a positive image of the council to a range of audiences including the media that will stand the test of time and endure with future generations

excellence Wales open days

advanced media skills courses



Section K Cabinet Leader and Deputy Cabinet Leader Role Description

Cabinet Leader 1 Accountabilities

To the members of the Cabinet To Full Council To Political Group To the public

2 Role Purpose and Activity

Providing political leadership to the Council

To be a political figurehead for the Council; to be the principal political spokesperson for the Council

To provide leadership in building a political consensus around Council policies To form a vision for the Council and community To provide strong, clear leadership in the co-ordination of policies, strategies and

service delivery To provide political direction to the Chief Executive and the senior managers of the

Council

Appointing the Cabinet

To designate the appropriate portfolios To appoint appropriate elected members to each portfolio To allocate Cabinet members to roles with regard to their abilities To designate the Deputy Cabinet Leader

Under constitutional arrangements for a Cabinet model, either the Full Council or the Leader may appoint the Cabinet. In Wales it is common practice for the Leader to appoint the Cabinet under this model. This Role Description has been written accordingly, as this is the arrangement in Powys.

Representing and acting as ambassador for the Authority

To represent the Authority to a high standard. Provide a strong, competent and eloquent figure to represent the Authority both within the County and at external bodies

To represent the Authority on the Welsh Local Government Association [WLGA] Co-ordinating Committee and the WLGA Regional Partnership Board

To provide leadership and support local partnerships and organisations To represent the Authority in regional and national bodies as appropriate

Providing leadership within the portfolio

To fulfil the role of a portfolio holder, having regard to the role purpose and activities, and role specification of an Cabinet member



Managing and leading the work of the Cabinet and chairing meetings

To ensure the effective running of the Cabinet by managing the forward work programme and ensuring its continuing development

To ensure the work of the Cabinet meets national policy objectives To advise and mentor other Cabinet members in their work To chair meetings of the Cabinet in line with the Constitution

Participating in the collective decision making of the Cabinet

To work closely with other Cabinet members to ensure the development of effective council policies and the budgetary framework for the Council, and the delivery of high quality services to local people

To accept collective responsibility and support decisions made by the Cabinet once they have been made

Working with officers to lead the organisation

To liaise with the Chief Executive, and other appropriate officers, on a regular basis To work with employees of the Council in relation to the strategic vision and

direction of the Council, the management roles of officers and the development of policy issues


To give leadership to local strategic partnerships and local partners in the pursuit of common aims and priorities

To negotiate and broker in cases of differing priorities and disagreement To act as a leader of the local community by showing vision and foresight



employees of the Council To adhere to the Member’s Code of Conduct, Member/Officer Protocol and the

highest standards of behaviour in public office 3 Values

To be committed to and demonstrate the following values in public office:

Openness and transparency Honesty and integrity Tolerance and respect Equality and fairness Appreciation of cultural difference Sustainability Inclusive leadership Consensus building



Deputy Cabinet Leader To fulfil the duties of the Leader in his or her absence To assist the Leader in specific duties as required

Cabinet Leader Person Specification To fulfil his or her role as laid out in the role description, an effective leader requires: Providing political leadership to the Council

Knowledge of community strengths, areas of improvement and key issues An understanding of the relationship between national and local politics Have a good strategic awareness of issues facing the Council An understanding of the Council’s strategy, policies and operations

Appointing the Cabinet

An understanding of the rules for the appointment of Cabinet Members An ability to recognise talent amongst members An ability to negotiate the most advantageous appointments within and across

political groups To appraise, guide and mentor senior members

Representing and acting as ambassador for the Authority

High level communication skills to communicate to the media, local community and

wider audience Good public speaking skills

Providing leadership within the portfolio

The skills necessary for a Cabinet member to fulfil their role Managing and leading the work of the Cabinet and chairing meetings of the Cabinet

An understanding of the Cabinet procedure rules Skills to Chair meetings, including encouraging participation from all members A knowledge and understanding of national policy objectives An overview of the work being carried out by Cabinet members

Participating in the collective decision making of the Cabinet

The ability to constructively challenge decisions and suggest alternatives Working with officers to lead the organisation

An understanding of the roles and responsibilities of the Chief Executive and other

officers




Adaptive leadership skills Negotiation and brokerage skills Creative and lateral thinking skills; the ability to see ahead and be predictive





A knowledge and commitment to the values of the Council

Deputy Cabinet Leader As for Leader




As a Leader or Deputy Leader

Knowledge required Role skills The effective Leader is able to



an in depth understanding of the role of the Cabinet

in depth understanding of own role as Leader


leadership

people management

team building

provide confident management of the Cabinet

Leadership Academy




On appointment





project management

planning










meeting skills

facilitation

public speaking

mediation

personal skills

ensure that meetings progress effectively,


ensure that all participants are able to make an







questioning

listening

appropriate contribution



understand the resource requirements of the Cabinet

prioritisation

negotiation

lobbying

liaise with officers to ensure time, staff, development and funding is available for the Cabinet




understands the potential role of each Cabinet member


facilitation encourage high performance from all Cabinet members and “witnesses” where appropriate by encouraging appropriate participation and offering feedback as required

Cabinet roles identification activity

As required




self–awareness

social awareness

self management



display self-control, transparency and adaptability





As required

Leadership in depth knowledge of the business of local government

breadth of vision and long-term horizons

understanding of the roles and responsibility of a leader as set out in the role description adopted by the authority

leadership skills, including collaboration

coaching skills

relationship management

lead, inspire, influence, develop and motivate others

display a commitment to an ethos of public service and stewardship for the future

lead by example

project a positive image

build coalitions internally and externally

Leadership Academy


support/mentoring from other council Leaders

As required



be brave enough to take risks

manage conflict

promote and subscribe to organisational values











visits to “Excellent” Councils such as those receiving awards under the “Excellence Wales” initiative


As required




strategic vision

alliance building


communicate a clear and succinct vision that has been demonstrably

co-produced with local communities

demonstrate a commitment to equality, diversity and

Leadership Academy



As required



the well-being of future generations


Political leadership

understanding of the relationship between national and local politics

understanding of political leadership in the community

political vision

strategic awareness

demonstrate political judgement

attendance at relevant events at a national level

undertake peer support

As required

Relationship with the Chief Executive

understanding of the roles and responsibilities of the Chief Executive as a manager and in her/his role of Head of Paid Service

networking


establish and maintain a positive relationship






participation in regular meetings and discussions with the Chief Executive and other senior officers


Relationship with key Officers e.g.

understanding of the legally defined role that certain officers have and the

refer to the Monitoring Officer and Section 151 Finance Officer

As required



Monitoring Officer Finance Officer [Section 151 Officer]

protection afforded them

for appropriate guidance

Challenge status quo

awareness and understanding of current situation and wider policy context

understanding of the process for challenge

analysis of current situation

creative thinking

take risks/innovate

challenge constructively and persuasively, challenging ‘business as usual’ where it is not effective and sustainable, and ensuring the ‘social efficiency’ of everything the Council does

reading of case studies and best practice

attendance at “Beacon” open days and Learning Exchanges within the Excellence Wales programme



knowledge of current reputation and issues for this council and local government generally


cultural awareness



a sense of ‘legacy’, insight into, and respect for, the way





project a positive image of the council to


Excellence Wales open days





future generations will look back on the previous Leader’s period of stewardship

a range of audiences including the media that will stand the test of time and endure with future generations



SECTION L Leader and Deputy Leader of the Opposition Role Description

Leader of the Opposition 1. Accountabilities

To the nominating group within the Constitution 2. Role Purpose and Activity Providing political leadership for an opposition group

To be a political figurehead for the opposition group; to be the principal political spokesperson for the Council’s opposition

To provide leadership in the constructive challenge of the Council’s policies To constructively challenge the vision for the Council and community where

appropriate To provide strong, clear leadership in the co-ordination of alternative policies,

strategies and service delivery

Representing the Authority’s opposition

To represent the opposition group to a high standard; providing a strong, competent and eloquent figure to represent the opposition within the Authority

To represent the Council on external bodies


To promote and support good governance of the Council and its affairs To provide community leadership and promote active citizenship To promote and support open and transparent government To promote, support, and adhere to respectful, appropriate and effective

relationships with employees of the Council To promote, support and adhere to the Members’ Code of Conduct, Member/Officer

Protocol and the highest standards of behaviour in public office 3. Values

To be committed to and demonstrate the following values in public office:

Openness and transparency Honesty and integrity Tolerance and respect Equality and fairness Appreciation of cultural difference Sustainability Inclusive leadership Consensus building

Role of the Deputy Leader of the Opposition To fulfil the duties of the Leader of the Opposition in his or her absence To assist the Leader of the Opposition in specific duties as required



Leader and Deputy Leader of the Opposition Person Specification

To fulfil his or her role as laid out in the role description, an effective leader of the opposition requires: In providing political leadership for the opposition group

Knowledge of community strengths, areas of improvement and key issues An understanding of the relationship between national and local politics Have a good strategic awareness of issues facing the Council An understanding of the Council’s strategy, policies and operations An ability to challenge different strategies, policies and operations

In representing the Authority’s opposition

High level communication skills to communicate with the media, local community and wider audience

Good public speaking skills Creative and lateral thinking skills; the ability to see ahead and be foresighted Leadership skills



Respect for, and willingness to work with, different groups and individuals

A thorough knowledge and understanding of the Members’ Code of Conduct and Member/Officer Protocol

A knowledge of and commitment to the values of the Council



Section M Chair and Vice-Chair of a Scrutiny Committee Role Description

Chair

1. Accountabilities

Full Council To the members of the scrutiny committee To the public

2. Role purpose & activity

Providing leadership and direction

To provide confident and effective management of the member team To promote the role of scrutiny within and outside the Council, liaising effectively

both internally within the council and externally with the Council’s partners To demonstrate an objective and evidence based approach to scrutiny To evaluate the impact and added value of scrutiny activity and identify areas

for improvement To participate in the Joint Chairs meetings and the evaluation/ improvement of

scrutiny To participate in meetings of the Finance Scrutiny Panel Attending briefing meetings

Managing the work programme

To develop a balanced work programme of the committee which includes pre

decision scrutiny, policy development and review, investigative scrutiny, and holding the executive to account, including performance monitoring

To ensure the programme takes account of relevant factors such as, the work programmes of the executive and other committees, strategic priorities and risks, and relevant community issues

To ensure that the work programme is delivered To report on progress against the work programme to Council, and others as

appropriate To liaise with officers, other members and community representatives to

resource and deliver the work programme

Effective meeting management

To set agendas containing clear objectives and outcomes for the meeting To manage the progress of business at meetings, ensuring that meeting

objectives are met, and the Members’ Code of Conduct and other constitutional requirements are adhered to

To ensure that the necessary preparation is done beforehand To ensure that all participants have an opportunity to make an appropriate

contribution


To act as a focus for liaison between the council, community and external bodies in relation to the scrutiny function



To build understanding and ownership of the overview and scrutiny function within the community

To identify relevant community based issues for scrutiny To promote the full involvement of external stakeholders, for example, service

users, expert witnesses and partners in scrutiny activity Involvement and development of committee members

To encourage effective contributions from all committee members in both

committee and task and finish groups To assess individual and collective performance within the committee and

facilitate appropriate development To champion the importance of learning and development

3. Values







Sustainability

Vice-Chair

To fulfil the duties of the Chair in his or her absence To assist the Chair in specific duties as required To attend briefing meetings To participate in the Joint Chairs meetings and the evaluation/improvement of scrutiny

Scrutiny Chair and Vice-Chair Person Specification

To fulfil his or her role laid out in the role description an effective Scrutiny Chair and Vice-Chair requires: Providing leadership and direction

Understanding of Council role and functions Understanding of role of scrutiny, terms of reference for the committee, role of Chair,

and other aspects of the democratic arrangements Understanding of member support functions Understanding of Council priorities and risks Ability to develop work programmes Understanding of community issues Objectivity Negotiation and consensus building Ability to build constructive and ‘critical friend’ relationships with the Cabinet



Managing the work programme

Ability to manage projects and resources Ability to manage people Ability to prioritise Ability to report progress to different groups in different styles

Effective meeting management

Understanding and application of meeting protocols, Members’’ Code of Conduct, Constitution and other constitutional requirements

Ability to chair meetings effectively, managing the agenda and progressing business Ability to facilitate effective discussions Ability to listen and question effectively


Understanding of the community leadership role Knowledge of local issues and expectations Ability to work effectively with all members of the community and build understanding

and ownership of scrutiny Knowledge of the individuals and organisations in the community especially those

traditionally excluded Involving and developing of committee members

Understanding of the role and skills of the scrutiny committee and its individuals Ability to support members and the committee in assessing their performance Ability to identify any training and development needs and champion and participate in

appropriate learning and development




As a Committee Chair or Vice-Chair

Knowledge required Role skills The effective Chair is able to



an in depth understanding of the role of the committee

in depth understanding of own role as Chair


leadership

people management

team building


Leadership Academy




On appointment





project management

planning










meeting skills

facilitation

public speaking

mediation



ensure that all






personal skills


questioning

listening

participants are able to make an appropriate contribution



understand the resource requirements of the committee

prioritisation

negotiation

lobbying







facilitation encourage high performance from all team members and “witnesses” where appropriate by encouraging appropriate participation and offering feedback as required

Team roles identification activity

As required



Section N Chair and Vice-Chair of a Regulatory Committee Role Description

Chair

1 Accountabilities

To Full Council To the members of the regulatory committee To the public



To provide confident and effective management of meetings to facilitate inclusivity, participation and clear decision making

To ensure that applicants and other interested parties are satisfied as to the transparency of the regulatory process

To demonstrate integrity and impartiality in decision making which accord with legal, constitutional and policy requirements

To delegate actions to sub committees as appropriate To attend briefing meetings

Promoting the role of the regulatory committee and quasi-judicial decision

making

To act as an ambassador for the regulatory committee, facilitating understanding of the role

To act within technical, legal and procedural requirements to oversee the functions of the committee fairly and correctly

To ensure thoroughness and objectivity in the committee, receiving and responding to professional advice in the conduct of meetings and in individual cases/applications before formal committee meetings


To develop the standing and integrity of the committee and its decision making To understand the respective roles of members, officers and external parties

operating within the regulatory committee’s area of responsibility To promote and support good governance by the Council.

3 Values

To be committed to the values of the council and the following values in public office: Openness and transparency Honesty and integrity Tolerance and respect Equality and fairness Appreciation of cultural differences Sustainability



Vice-Chair To fulfil the duties of the Chair in his or her absence To assist the Chair in specific duties as required To attend briefing meetings

Chair and Vice-Chair of Regulatory Committee Person Specification

To fulfil his or her role as set out in the role description, an effective regulatory committee chair requires:


Ability to conduct meetings to ensure that applicants feel that they have been dealt with fairly and fully even if their application is refused

Understanding of the Council’s role and ability to ensuring that stake holders are aware of that role

Communication skills Knowledge of local issues Ability to manage the work of the committee Ability to support and develop necessary skills in fellow members of the committee

Promoting the role of the regulatory committee and quasi-judicial decision

making

Understanding and appreciation of the regulatory framework Ability to inspire and enthuse committee members for the work of the committee Integrity and the ability to set aside own views and act impartially Knowledge and understanding of the relevant Members’ Code of Conduct and

protocols and the ability to champion them


Knowledge and understanding of the Members’ Code of Conduct and protocols Knowledge of and commitment to the values of the Council



Section O Chair and Vice Chair of Audit Committee Role Description

Chair

1 Accountabilities

To Full Council The members of the Audit Committee To the Public

2 Role purpose and activity


To demonstrate independence, integrity and impartiality in decision making which accord with legal, constitutional and policy requirements


To agree the agendas for Audit Committee meetings To lead the Committee in its role in:

Risk and Control

Ensure the risk management strategy guides the programme of internal and external work, to address the controls and risk related issues identified

Oversee the production of the annual governance statement, recommend its adoption to Full Council and ensure appropriate action is taken to address the issues raised Internal Audit

To consider and approve the annual audit opinion on internal control and the level of assurance given to the corporate governance arrangements

Approve the annual audit plan, ensuring there is sufficient and appropriate coverage, with a strong emphasis on risk management and resources are available to implement the plan

Receive and review internal audit reports and ensure officers respond promptly to the findings. Where necessary recommendations to other committees and portfolio holders will be made, to ensure action plans are implemented External Audit

Consider and approve the annual letter, regulatory plan and specific reports as agreed

Where necessary ensure action is taken by officers to address those issues raised, and if necessary, recommendations to other committees and portfolio holders will be made to address findings and deliver clear conclusions

Comment on the scope and depth of the external audit work, to ensure it gives value for money Other

Assess and approve the annual statement of accounts, external audit opinion and management representation in relation to annual audit findings



Promote effective relationships between external and internal audit, Inspection agencies and other relevant bodies to ensure the value of audit and inspection is enhanced and actively promoted

Regularly monitor treasury management performance To attend briefing meetings To participate in the Joint Chairs meetings and the evaluation/ improvement

of scrutiny To participate in meetings of the Finance Scrutiny Panel.

Promoting the role of the Audit Committee

To act as an ambassador for the Audit Committee, facilitating understanding of the role


To ensure thoroughness and objectivity in the committee, receiving and responding to professional advice in the conduct of meetings and in the audit process


Understanding the financial risks associated with corporate governance; being

satisfied that the authority’s assurance statements, including the annual governance statement, reflect the risk environment and any activities required to improve it

To develop the standing and integrity of the Committee and its decision making To understand the respective roles of members, officers and external parties

operating within the Committee’s area of responsibility To ensure the integrity of the Committee’s decision making and of his/ her own

role by adhering to the Members’ Code of Conduct and other constitutional and legal requirements

To promote and support good governance by the Council 3 Values


Openness and transparency Honesty and integrity Tolerance and respect Equality and fairness Appreciation of cultural differences Sustainability

Vice-Chair




Section P Chair and Vice Chair of Standards Committee Role Description

Chair

1 Accountabilities

To Full Council To members of the Standards Committee To the public




To ensure thoroughness and objectivity in the committee, receiving and responding to professional advice on the Members’ Code of Conduct



To attend briefing meetings To lead the committee in its role in:

promoting and maintaining high standards of conduct by councillors and co-opted members, church and parent governor representatives

assisting the councillors, co-opted members and church and parent governor representatives to observe the Members’ Code of Conduct


monitoring the operation of the Members’ Code of Conduct advising, training or arranging to train councillors, co-opted members and

church and parent governor representatives on matters relating to the Members’ Code of Conduct

granting dispensations to councillors, co-opted members and church and parent governor representatives from requirements relating to interests set out in the Members’ Code of Conduct


overseeing the operation of the Council’s whistle-blowing policy providing advice to individual councillors on such issues as the treatment of

personal interests and on conduct matters generally determining appropriate action on matters referred to it by the Public

Services Ombudsman for Wales overseeing the Register of Members’ Interest, Co-opted members and

Church and Parent Governor Representatives and Officers overseeing the Council’s rules and protocols on accountability of members overseeing the attendance of Members and Co-opted Members at

committees overseeing the training of Members serving on all committees of the Council exercising appellate role (Independent Lay Members only) under the

Habitual or Vexatious Complainants policy



3 Values


Vice-Chair To fulfil the duties of the Chair in his or her absence To assist the Chair in specific duties as required To attend briefing meetings



Section Q Chair and Vice Chair of Standards Community Sub-Committee

Role Description

Chair

1 Accountabilities

To Full Council To Members of the Standards Community Sub-Committee To the Chair of the Standards Committee To the public



To act within technical, legal and procedural requirements to oversee the functions of the Sub-Committee fairly and correctly

To ensure thoroughness and objectivity in the Sub-Committee, receiving and responding to professional advice on the Members’ Code of Conduct



To attend briefing meetings To lead the Sub-Committee in its role in relation to town and community

councils in Powys and members of those councils: promoting and maintaining high standards of conduct by councillors and

community youth representatives assisting the councillors and community youth representatives to observe

the Members’ Code of Conduct advising the Council on the adoption or revision of the Members’ Code of

Conduct monitoring the operation of the Members’ Code of Conduct advising, training or arranging to train councillors and community youth

representatives on matters relating to the Members’ Code of Conduct granting dispensations to councillors and community youth representatives

from requirements relating to interests set out in the Members’ Code of Conduct



To ensure the integrity of the Committee’s decision making and of his/ her own role by adhering to the Members’ Code of Conduct and other constitutional and legal requirements

To promote and support good governance by the Council To understand the respective roles of members, officers and external parties

operating within the Sub-Committee’s area of responsibility



3 Values


Vice-Chair

To fulfil the duties of the Chair in his or her absence To assist the Chair in specific duties as required To attend briefing meetings



Section R Chair and Vice Chair of Democratic Services Committee

Role Description

Chair 1 Accountabilities

To Full Council To members of the Democratic Services Committee To the public




To lead the committee in its role in: Designating the Head of Democratic Services following advice from the

Chief Executive Keeping under review the provision of staff, accommodation and other

resources to discharge the democratic functions and ensuring that these are adequate

Making annual reports to the Full Council in relation to the above Appointing working groups and chairs of working groups to undertake

functions delegated by the Committee Considering reports prepared by the Head of Democratic Services Developing the Authority’s member support and development strategy Ensuring that members have access to a reasonable level of training

and development as described in the Authority’s Member Development Strategy and the Wales Charter for Member Support and Development

Ensuring that the budget for member development is sufficient Ensuring that members have access to personal development planning

and annual personal development reviews Working with the member support and development champion where

relevant to promote the role of members and necessary support and development

Reviewing committee structures Revisions of the Constitution

To demonstrate integrity and impartiality in decision making which accord with legal, constitutional and policy requirements and Ministerial guidance

To attend briefing meetings To participate in the Joint Chairs meetings and the evaluation/ improvement of

scrutiny To participate in meetings of the Finance Scrutiny Panel.

Promoting the role of the Democratic Services Committee

To act as an ambassador for the Democratic Services Committee, facilitating understanding of the role

To act within technical, legal and procedural requirements to oversee the functions of the Committee fairly and correctly



To ensure thoroughness and objectivity in the Committee, receiving and responding to professional advice in the conduct of meetings


To develop the standing and integrity of the Committee and its decision making To ensure the integrity of the Committee’s decision making and of his/ her own

role by adhering to the Members’ Code of Conduct and other constitutional and legal requirements

To understand the respective roles of members, officers and external parties operating within the Democratic Services Committee’s area of responsibility

To promote and support good governance by the Council 3 Values


Vice-Chair




Section S Chair and Vice-Chair of the Shire Role Description

Chair

1. Accountabilities

To Full Council To the Members of the Shire To the public

2. Role Purpose and Activity

Acting as a symbol of the Council’s democratic authority

As the ceremonial head of the Shire, to be non-political and uphold the democratic values of the Council

To represent the Shire at civic and ceremonial functions To represent the Chair of the Council at civic and ceremonial functions as

requested

Chairing Shire meetings

To preside over meetings of the Shire, so that its business can be carried out efficiently

To ensure the Shire conducts its meetings in line with the Council’s Constitution


To ensure the Constitution is adhered to and, if necessary, to rule on the interpretation of the Constitution



employees of the Council To adhere to the Members’ Code of Conduct, Member/Officer Protocol and the

highest standards of behaviour in public office To promote and support the well being of Members To promote effective communication between and provision of information to

Members Work programming

To prepare and manage an annual work programme for the Shire

3. Values




Openness and transparency Honesty and integrity Tolerance and respect Equality and fairness Appreciation of cultural difference Sustainability

Vice-Chair To fulfil the duties of the Chair in his or her absence To assist the Chair in specific duties as required

Chair and Vice-Chair of the Shire Person Specification

To fulfil his or her role as laid out in the role description, an effective member requires the following: Acting as a symbol of the Council’s democratic authority

Good public speaking skills An in-depth understanding of role of Chair

Chairing Shire meetings

Skills to chair meetings, to ensure business is carried out effectively and all those

attending participate An understanding of the Council’s Constitution


An understanding of the Council’s Constitution An understanding of when to seek the advice of the Monitoring Officer on issues

relating to the Constitution Internal governance, ethical standards and relationships

An understanding of the roles of officers, members and different agencies Respect for, and desire to work with, different groups and individuals Have knowledge and understanding of the Members’ Code of Conduct and

Member/Officer Protocol A knowledge and commitment to the values of the Council

Work programming

The ability and discipline to plan and manage work programmes




As a Chair/ Vice Chair of Shire Committee

Knowledge required Role skills The effective chair is able to



an in depth understanding of the role of the committee

in depth understanding of own role as chair


leadership

people management

team building


Leadership Academy




On appointment





project management

planning










meeting skills

facilitation

public speaking

mediation



ensure that all






personal skills


questioning

listening

participants are able to make an appropriate contribution

ensure that meetings are focused and time is not wasted


understand the resource requirements of the committee

prioritisation

negotiation

lobbying







facilitation encourage high performance from all team members and “witnesses” where appropriate by encouraging appropriate participation and offering feedback as required

team roles identification activity

As required


self–awareness

social awareness

self management






As required



display self control, transparency adaptability












visits to ”Excellent” Councils such as those receiving awards under the “Excellence Wales” initiative


As required




strategic vision

alliance building


communicate a clear and succinct vision that has been demonstrably co-produced with local communities

demonstrate a commitment to equality, diversity and the well-being of future generations

Leadership Academy




As required

Relationship understanding of the roles and networking establish and maintain participation in regular Ongoing and



with the Management Team

responsibilities of the Chief Executive as a manager and in his/her role of Head of Paid Service


a positive relationship






meetings and discussions with the Chief Executive and other senior officers

as appropriate


knowledge of current reputation and issues for this council and local government generally


cultural awareness



a sense of ‘legacy’, insight into, and respect for, the way future generations will look





project a positive image of the council to a range of audiences


“Excellence Wales” open days





back on the previous Leader’s period of stewardship

including the media that will stand the test of time and endure with future generations



Section T Member Champion Purpose and Role

What are Member Champions? Member Champions exist to provide a voice for traditionally under-represented groups, or issues which need to be kept at the forefront of Council business although they may not be the responsibility of any individual or committee. Member Champions (sometimes called lead members) are elected members who in addition to their other Council responsibilities make sure that the issue or group that they are championing are taken into account when Council policy is being developed and decisions are made. Members act as champions in areas such as children, homelessness, equalities, older people, young people, scrutiny, member support and development, health improvement and anti-poverty. There is a statutory role for a lead member of children’s and young people’s services with a responsibility for over-seeing the arrangements made under Sections 25 and 26 of the 2004 Children Act. Guidance on undertaking the role with regard to the subject knowledge that members need is sometimes available from the outside bodies associated with the issue being championed for example the toolkit for older peoples’ champions from the Welsh Local Government Association [WLGA]. Otherwise they will be reliant on their authority for guidance in the subject they lead on and also their role as lead member in this area. What do they do? Typically, the lead member will:

Make sure that their area of interest is taken into account when developing policy or making decisions

Ask questions about performance and resourcing for the area Raise the profile of the area and make the authority aware of good practice Engage with external bodies who work in the area Engage with other officers and members in relation to the role Engage with community groups with an interest/stake in the area Report action to the Council

How does their role fit within the corporate structure? This will vary according to the area/issue that is being championed and how the authority functions. There is potential for confusion and overlap between the role of the member champion and those of the relevant Cabinet member or overview and scrutiny members. The champion role itself could be undertaken by either the relevant Cabinet member or a non-Cabinet member. It is therefore important that members and officers work together to agree roles and action for the area being championed and that there are mechanisms for lead members to report on their activities. It is helpful for the authority to draft a protocol which sets out what powers champions have and do not have, such as whether or not they are able to make decisions on behalf of the authority. Similarly, the appointment of champions varies between authorities, and includes appointments being made by Full Council meetings or by the Leader.



The Role Description It is difficult to create a role description that fits with the different roles expected of champions and how they operate in the different authorities’ structures. The following is a generic model which will require local adaptation, particularly to reflect the difference that may exist between a statutory role, one undertaken by a Cabinet member and a non-Cabinet lead.

Member Champion Role Description 1. Accountabilities

To Full Council To the public

2. Role Purpose and Activities Within the Council

To promote the interest being championed within the Council’s corporate and service priorities

To promote the needs of the client group represented in the interest to the decision makers within the Council

To work with, and support Cabinet Portfolio Holders and officers to establish strategies/policies/work plans connected with the interest

To maintain an awareness of all matters connected with the interest To contribute to good practice and the continuous improvement of services and

functions related to the interest To engage with members in matters related to the interest (including holding to account

Cabinet Portfolio Holders) such as attending Scrutiny/Cabinet/Full Council meetings etc.

Raising awareness of and taking a lead role in the development of all members and officers in relation to the interest

In the Community

To raise the profile of the interest in the community To engage with citizens and community groups in matters related to the interest To lead and support local initiatives related to the interest

3. Values







Sustainability

Inclusive leadership



Member Champion Person Specification Within the Council

Understanding of the area of interest being championed in terms of Council strategies and policy, good practice, improvement and national agendas and the needs of the client group

Ability to engage with a range of members and officers around the area of interest and listening to requirements

Ability to advocate on behalf of the area of interest within the Council In the Community

Understanding of the needs of the community in relation to the interest Ability to engage with citizens and community groups in matters related to the interest. Ability to lead and support local initiatives related to the interest. Ability to represent the position of the Council to the community in relation to the

interest.

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